MINNESOTA'S LIVESTOCK INDUSTRIES: PAST, PRESENT AND FUTURE STRUCTURAL CHANGE

Livestock Production/Industries,

CHANGES IN MINNESOTA'S LIVESTOCK INDUSTRY: FARM LEVEL TRENDS

Livestock Production/Industries,

The network staircase – marketing and sales collaboration for small food producers

Small food producers are often advised to collaborate with other small food producers to solve marketing and sales activity jointly. The small food producers have to operate many different activities to run their company, so the idea to collaborate may help them to work more efficient. However, good ideas is not always enough and many network of small food producers struggle to succeed.In a case study of different small food producers and producers of food specialties and local food, we studied the collaboration between the producers. We found networks, which had developed over time and seemed to function well while other networks still struggled after years with collaboration. A closer look at the different participants in the network uncovered that the different producers had different goals or opinions of what function the network should have. It became even more difficult when the activities in the network had a price label, because the producers conduct the functions themselves without calculating the costs.The findings resulted in the development of the network staircase model. We identified five different steps of collaboration based the function/goal of the network, producer requirements and obligations. We labelled the steps as community of interest, marketing collaboration, sales collaboration, distribution collaboration and a fifth step of sales management. The farther up the stairs, the more commitment will be on the participants. When they start sales collaboration, someone have to conduct activities and need salary.The investigations revealed that struggling networks seemed to have participants on different steps in the stair; some wanted marketing collaboration and other wanted distribution collaboration. They had never asked the fundamental question of what each of them wanted and if the network could help them solve these functions. The more successful networks had made statements of what kind of functions the network should perform.The network staircase model may help small food producers and even other small firms to discuss and clarify what function the network can have for them. Small food producers are diverse and we cannot expect everyone to fit into a particular network, and certainly should everyone be able to choose a network appropriate to their needs. This also indicates that there may be good reasons for small food producers to stay outside seemingly suitable network in their area. The network staircase may serve as a tool for advisors to help the small food producers in their development processes. Different producers have different opinions of the purpose of the network, and they will find themselves at different steps of this staircase

PROJECTED CONSUMPTION OF LIVESTOCK PRODUCTS

The U.S. consumption pattern of livestock products has changed considerably and is expected to keep changing. The first part of this paper reviews the consumption trends and the price and nonprice factors affecting those trends. In the second part, future consumption patterns are projected. The projections of the constant income elasticity model and the Tornquist functions are rejected due to recent trends which do not receive enough weight in these models. A third model which projects consumption shares is selected as a more accurate predictor. By the year 2010, national consumption of beef is estimated to decrease by 5 to 10%; pork to increase by up to 5%. Lamb and mutton will continue to be consumed less. Poultry consumption will increase dramatically while egg consumption will decrease.Food Consumption/Nutrition/Food Safety, Livestock Production/Industries,

The Role of Marketing in Local Food Network

Local food producers are often advised to collaborate with other local food producers to jointly participate in marketing and sales activities. Local food producers are often small and must operate many different activities to run their company, so the idea to collaborate may help them to become more efficient. We explore the role of marketing in local food networks through an analysis of marketing strategies and marketing mix in six local food networks in central Norway. When producers participate in food networks, they disconnect from direct relationships with their consumers. The value of this relationship must be considered in addition to costs related to sales and distribution in the network. The networks rely on regional products and regional branding as the main marketing strategy and promote local and localized products

Corporate entrepreneurship and rent creation: an integration of perspectives

Firms engage in corporate entrepreneurship to increase competitiveness and sustain performance through rejuvenation, renewal, and redefinition of their organizations, markets, or industries. This is challenging to most firms, since it often involves new relations to customers, suppliers and contact with less familiar industries. The reward for successful CE engagement should be a more profitable firm. However, the potential to new value creation and competitive advantages may originate from different sources within the firm and is quite complex. Thus, even if the relationship between CE and performance has been well researched and documented, there seem to be less understanding of the reasons why CE may produce superior performance. CE may leverage several bases of competitive advantage. This conceptual study argues that these bases may be explored through the entrepreneurial orientation (EO), resource based (RBV) and dynamic capability (DC) perspectives. The study links the RBV, EO and DC perspectives respectively to Richardian, Entrepreneurial and Austrian rents. Each of these perspectives may thus provide their unique insight into how entrepreneurship may create new rent streams and improve performance in firms. In total the study contributes to further understanding of how and why CE may lead to superior performance in firms

Entrepreneurship and embeddedness : process, context and theoretical foundations

Author's accepted version (postprint).This is an Accepted Manuscript of an article published by Taylor & Francis in Entrepreneurship & Regional Development on 31/03/2022.Available online: https://www.tandfonline.com/doi/full/10.1080/08985626.2022.2055152In this article, we introduce the special issue on entrepreneurship and embeddedness. We do so by providing a brief overview of existing research on the topic focused on three important conversations related to process, context and theoretical foundations. The overview highlights essential contributions from extant research and suggests that expansion and advancement in the research conversation can be accomplished by focusing on dynamic and multilayered conceptualizations of embeddedness and by broadening the theoretical foundations of our research. We also present and position the papers in the special issue within the conversations on process, context and theoretical foundations in entrepreneurship research on embeddedness.acceptedVersionpublishedVersio

Spørreundersøkelse blant rypejegere i Lierne 2018

Som en del av prosjektet "Bærekraftig småvilforvaltning som grunnlag for lokal verdiskaping" omhandler denne rapporten svar på spørsmål gitt til rypejegere som enten hadde søkt på jakt i Lierne eller jaktet der i perioden 2013-2017. Spørsmålene som ble stilt spesifikt til personer som hadde jaktet rype i Lierne, var en tilleggsdel i en større nasjonal Rypejegerundersøkelse. Spørsmålene om Lierne omhandlet tema som motiver for å jakte rype i Lierne, informasjon om og tilrettelegging for rypejakt i kommunen, eventuelle konflikter med andre brukergrupper, tilleggsaktiviteter eller -tjenester i Lierne som kan være av interesse for rypejegeren, samt forhold ved uttak av jaktbart smårovvilt

The Role of Marketing in Local Food Networks

Local food producers are often advised to collaborate with other local food producers to jointly participate in marketing and sales activities. Local food producers are often small and must operate many different activities to run their company, so the idea to collaborate may help them to become more efficient. We explore the role of marketing in local food networks through an analysis of marketing strategies and marketing mix in six local food networks in central Norway. When producers participate in food networks, they disconnect from direct relationships with their consumers. The value of this relationship must be considered in addition to costs related to sales and distribution in the network. The networks rely on regional products and regional branding as the main marketing strategy and promote local and localized products